Award Winners Roundtable

Transcription

1 2014 CUNA HR/TD Council Excellence Speakers: Award Winners Roundtable Kristen Davidson, Training & Development Manager, Consumers Credit Union Ken Kelly, Training and Development Manager, Red Canoe Cindy Swigert, Chief Human Resources Officer, United FCU

2 What are the CUNA HR/TD Excellence Awards? Recognition Honors excellence Focuses on Best Practices

3 Excellence Award Categories Employee Engagement HR/TD Management Practices Strategic Leadership

4 What are we judging? Innovation Business Outcomes/Impact Sustainability Quality Integration

5 How to Apply? Early Entry Deadline: 01/23/15 Final Entry Deadline : 2/13/15 Enter online at

6 Strategic Leadership Kristen Davidson Training & Development Manager

7 Program objectives/alignment Use natural talent Grow camaraderie throughout departments Build career paths even the nonexistent ones Provide opportunities for job sharing/interns Increase employee survey scores Align projects to strategy

8 Staff objectives/alignment Utilize internal strengths Evaluate IDP Check out where they are where they want to go

9 3 steps that led to 4 Kept a focus in one area first Coaching RMDP Mentor

10 How we got there Our partner for coaching & the 8 week program 10 month program with monthly concepts & a completed KPI project Pair based on strengths, not departments

11 Coaching 8 weeks, kick off follow up graduation Monthly one on ones with direction Peer to peer coaching now a norm Grow from within, allow others to coach

12 RMDP Monthly topics Reading Outside homework Create activities Longer period of time 1 group Select KPI Not performing as planned Develop plan Execute on plan Measure results Share best practices

13 Mentors Up and coming leaders Leader to leader Peer to leader Align to strengths and behavior styles

14 Building a baseline Leadership Retail Home Equity And more

15 Results promote from within raised 4%, 11% higher than peers opportunity for advancement up 19% higher than peers Multiple office KPIs not only increased but excelled above goal Innovation flourished Motivation soared The credit union cares about your future and will provide you with all the resources you need to advance your career.

16 Ken Kelly Training & Development Manager

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23 Skill-Based Pay System United Federal Credit Union Cindy Swigert Chief Human Resources Officer

24 Objectives Standardization Across Branch Network Knowledge, Skills, Abilities Member Experience Career Path for Tellers/MSAs Retention Defensible and Fair Pay Practices Consistency Sales Culture Accountability

25 Implementation Step #1 Step #1: Conduct Teller/MSA Focus Groups Groups of for about an hour Discuss in-job advancement Ideas Split into small groups: # Levels and what skills, knowledge abilities to include Present small group results to focus group

26 Implementation Step #2 Step #2: Training Alignment Consolidate focus group feedback Align current training with proposed levels Perform GAP Analysis for needed training course/content development

27 Implementation Step #3 Step #3: Obtain Executive Support Meet with Sales & Service VP to present concept of job advancement levels Discuss objectives and obtain commitment Obtain permission for retail resources to work with Training in developing program

28 Implementation Step #4a Step #4a: Feedback to Focus Group Participants Created a blog Published roll-up of focus group feedback Further engaged participants in commenting on and confirming proposed levels & content Engaged participants in naming levels

29 Implementation Step #4b Step # 4b: Training Development Bring Training and retail resources together Define project and oversee timeline Insure training uses SMEs and tests new content in pilots with selected Tellers/MSAs Provide blog feedback during development

30 Implementation Step #5 Step #5: Conduct Branch Manager Focus Groups Introduce the idea of in-job advancement and skills-based pay Invite input for enhanced product/service knowledge Invite input for delegation activities to build succession readiness at top levels

31 Implementation Step #6 Step #6: Meet with Regional Branch Managers Present work accomplished to-date on program Request confirmation on product/service knowledge to meet sales goals Set sales goals for each level

32 Implementation Step #7 Step #7: Develop Support Materials Training creates skills checklists for initial level placements Have Regional Managers and Sales & Service VP confirm checklists with particular attention to products/service knowledge

33 Implementation Step #8 Step #8: Design Rules for the Program Meet with Sales & Service VP and Regional Managers Walk through scenarios to determine timeframes and thresholds (checklists due, assessment periods, reassessments, responses to sub-standard results, etc.) Create Program documentation

34 Implementation Step #9 Step #9: Determine Compensation Determine pay for each skill-based level Market data, comp strategy, financial analysis Present proposal to Sales & Service VP to gain support Present proposal to CEO and CFO to gain approval

35 Implementation Step #10 Step #10: Create Communication Plan Develop Power Point presentation to communicate to Managers, MSAs and Tellers Provide presentation to Sales & Service VP and Regional Managers Regional Managers present program (First to Managers, then to staff)

36 Implementation Step #11 Step #11: Support Level Assessments Provide Checklists to Managers Assist Managers as needed Collate placements into reports for Regional Manager to approve Update HR/Payroll systems on effective date

37 Implementation Step #12 Step #12: Conduct Training & Assessments Conduct Training as needed Create assessments for each level Conduct assessments when teller/msa is authorized by their Manager to proceed Report results and coaching as needed

38 Timeframe for Program Steps #1-12 took 18 months to complete Employees assigned levels based on collaborative discussion with Manager Employees given first 9 months to pass assessment at initial level Employees given raises immediately at program launch, or allowed to keep higher current wage until the 9 months concluded

39 Observations Some employees self-selected out of UFCU Long-term employees generally placed at lower levels and many have not proceeded beyond second level New employees love the program and are excelling

40 Observations Regional Managers extended some tolerance beyond what they normally planned Sales production has risen steadily with this program Staff now asking for Sales Training (and we re giving it to them )

41 Results Sales production far exceeded budget this year: We successfully migrated to sales culture Sales teams (mortgage, business, indirect, financial planners) working very closely together for referral and cross-selling Teller and MSA turnover has decreased following initial short-term increase

42 Conclusion A lot of work! Major organizational impact Sales levels (Profitability) Sales Culture Retention Opportunity for HR/TD to be a business partner with Sales & Service!

43 Questions?